Synthesizing theories of leadership, spirituality, and pro-environmental behavior, this research

built and tested a theoretical model linking spiritual leadership with employee pro-environmental behavior via several intervening variables. Data were collected from professional employees across multiple industries in Thailand. We found that, as anticipated, spiritual leadership positively affected workplace spirituality, which in turn influenced both intrinsic motivation and environmental passion. These latter two variables then had a positive influence on pro- environmental behavior. Perceived organizational support moderated the link between spiritual leadership and workplace spirituality, whereas environmental awareness moderated the relationship between workplace spirituality and environmental passion.

The Leadership Quarterly

Frankie J. Weinberg, , William B. Locander1, Loyola University New Orleans, 6363 St. Charles Avenue, New Orleans, LA 70118, United States Received 20 September 2012, Revised 7 October 2013, Accepted 11 October 2013, Available online 1 November 2013

Abstract:

Workplace spirituality has become the focus of several major business organizations and scholars. Research has found spirituality to be most beneficial when fostered at the individual rather than collective level (Herman & Gioia, 1998; Krishnakumar & Neck, 2002). Yet, little is known about how leaders deploy workplace spirituality to the individual level and sustain it over time. To address this question, the case is made that spirituality at work may best be fostered through a dyadic mentorship. Accordingly, a concept of spiritual mentoring is proposed, which takes an authentic self perspective to spirituality while approaching spiritual development as best served through a co-created, dyadic process. Drawing on previous research, spiritual mentoring is organized into three categories inner life, meaningful work, and context/connectedness and presented as a temporal process through which leaders may provide these supportive behaviors. Prospective outcomes of spiritual mentoring are described, and potential barriers are considered. Keywords Spiritual mentoring; Spiritual leadership; Workplace spirituality; Spiritual development; Dyadic relationship

Publisher: Direct Science

International Journal of Leadership in Public Services

The spirited leader: the potential of spiritual intelligence to improve leadership

Studies of the characteristics of those commonly recognized as outstanding leaders

consistently identify skills and qualities relating to the spirit or soul. The SQi metric identifies 21 such attributes and the ways in which they can be developed at five levels of competence. Their conscious deployment of four cornerstone skills keeps them focused and effective, motivates their staff and produces more effective results. Findings

This paper provides concrete explanations of the attributes of the SQL and expands on how these are key antidotes to dealing with the most frequently reported common leadership dilemma: demoralization and loss of meaning.

Originality/value This paper will be of immediate value and practical application to those in public sector leadership roles who wish to develop their own leadership skills and the commitment of their staff.

Mario Fernando (University of Wollongong, Wollongong, Australia)

Abstract: Purpose By applying Parameshwars (2005) ego-transcendence model to two influential business leaders, the purpose of this paper is to examine how social innovation is promoted by business leaders through spiritual leadership.

Design/methodology/approach

The study used research tactics available within a phenomenological framework.

Findings Based on the analysis of the two business leader case studies, several links between spiritual leadership and social innovation were identified. The central role of a higher purpose in enacting spiritual leadership as well as bringing about social innovation was most significant.

Research limitations/implications

Use of secondary data, the inherent weaknesses in analysis based on a single

individuals interpretations and the analysis of only two business leaders were key limitations. A unique overlap was found between Dawson and Daniels (2010) social innovation model and Parameshwars (2005) ego-transcendence model.

Practical implications

As higher purpose was a key element in enacting spiritual leadership, leaders could look for the seeds of a higher purpose within the challenging circumstances of a situation. By shaping ones behavior to a higher purpose-related social cause than merely following rules and procedures or social conventions, leaders are more likely to develop their own personal decision-making style. By highlighting the importance of paying attention to the suffering of others rather ones own suffering, the study also have implications for reducing the ego-based practices in day to day leadership in organizations.

Originality/value Ego-transcendence model explains the link between social innovation and spiritual leadership in a non-organizational setting. The current study applies this link to the leadership context in business.

Purpose The purpose of this paper is to introduce and define the concepts of energy and feel into understanding organizational spiritual leadership. It does so through the following. First, it offers a view of workplace spirituality by defining the role of organizational spiritual leadership. Second, it introduces the metaphors of made as well as found organizational worlds, reflecting a constructivist and positivist perspective, respectively, and highlight their relevance to organizational spirituality. Third, it adapts David Kolb's experiential learning model to articulate an experiential learning model for navigating feel in both made and found worlds. Finally, it derives implications for leadership and organizational development research and practice in the context of workplace spirituality moving forward.

Design/methodology/approach

This is a conceptual paper. It explores the ideas of feel, energy, and

inspiration in the context of organizational spirituality. It also articulates an experiential learning model for navigating feel by taking into considering the constructivist and positivistic ontological perspectives embodied in the metaphors made and found.

Research limitations/implications

This conceptual paper invites a re-consideration of commonly understood concepts

such as motivation, and performance in the context of organizational spirituality.

Practical implications

This paper includes telling implications for leaders seeking to understand the increasingly important concept of workplace spirituality. It invites them to seek to better understand why and how organizational spirituality matters to themselves and the people they lead. It prompts them to reconsider the value of important organizational constructs and their continued relevance in a rapidly changing workplace. Originality/value

To the best of the author's knowledge, this paper introduces an original conceptual experiential learning model for navigating feel in both made and found organizational worlds in the study of organizational spirituality.